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Navigating Incentive Decisions in Times of Uncertainty in Southeast Asia and Beyond

Firms should proactively start thinking about adjusting their short- and long-term incentive schemes to better prepare for an uncertain economic future and ensure they are well- positioned for the road to recovery.

Published: June 2020
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Rewards Solutions Spotlight: Using Data to Make Informed Decisions in Response to COVID-19

The COVID-19 pandemic is first and foremost a humanitarian challenge. However, its impact on the global economy, businesses and their workforces is also vastly changing the world around us. This Q&A offers insights from our pulse survey results, focusing on ways firms can use data to support their business for the new normal.

Published: June 2020
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Back to the Future: Three Ways to Calibrate Your Sales Force to Survive a Downturn and Pursue Future Growth

During an economic downturn, sales leaders should place their energy into three critical focus areas to limit business erosion and support the development of long-term growth strategies.

Published: June 2020
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To Create a Win-Win Total Rewards Strategy, Start by Understanding Employee Preferences

Where should business and HR leaders start when they see an opportunity to rethink their total rewards strategy? Survey your employees to determine what they value most.

Published: June 2020
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Today’s Crises Will Test Corporate Boards; Here Are Five Ways to Build Resiliency

Given the enormous risks presented by the COVID-19 pandemic and a renewed focus on social justice issues across the United States and globe, boards that have begun to address ESG issues in a material fashion will be better positioned to navigate current and future challenges. Below, we examine five steps boards can take to ensure they have the right processes in place. 

Published: June 2020
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As Technology Firms Move to Adjust Rewards and Workforce Plans, Lessons Can Be Learned from Prior Downturns

While the COVID-19 pandemic is unique, lessons can be learned from the Great Recession to manage this crisis. Below, we examine the rewards and workforce changes large technology firms made before, during and after the 2008-09 recession to see what can be applied today.

Published: June 2020
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Rethinking Equity Compensation in Response to COVID-19: Addressing Outstanding Grants

As firms consider ways to adjust employee pay due to the COVID-19 pandemic and resulting economic slowdown, the decision points around addressing outstanding equity awards are especially complex. Here are factors to consider by type of equity vehicle.

Published: June 2020
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What’s Next for Rewards and Workforce Planning in the Australian Property Industry

For Australia’s largest business sector – the property industry – the impacts of the COVID-19 pandemic will be significant, both in the near- and long-term.

Published: June 2020
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Employers Are Doing Their Best to Avoid Layoffs

Originally published in WorldatWork’s Workspan Daily, Aon’s Liz Snyder and Brooke Green discuss strategies for managing costs to avoid layoffs or furloughs in the economic downturn.

Published: June 2020
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Wealth Managers Have a Big Next-Gen Opportunity — but Are They Ready?

Wealth management firms in Asia are faced with both immense opportunities and challenges when it comes to serving the next generation of wealth. This article provides an overview and advice to help lead the way.

Published: May 2020
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In Early Public Filings, Many U.K. Companies Adjust Rewards and Suspend Stock Buybacks

As 2020 Annual General Meetings enter into full swing in the U.K., we analysed early public disclosures on how FTSE 350 companies are addressing the economic impact of COVID-19.
 

Published: May 2020
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European Companies Accelerate Downsizing Efforts, but Actions Vary Widely by Sector

As the humanitarian and economic toll of the COVID-19 pandemic continues to climb, organisations across Europe are taking big steps, including layoffs and furloughs, to manage costs.

Published: May 2020
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Exploring Key Differences in Private vs. Public Board of Director Pay as the Market Turns

In light of the COVID-19 pandemic, companies are making significant changes to executive compensation and employee rewards, often with significant board of director oversight. Thus, we can expect boards to quickly come under the microscope for their own pay levels. This makes understanding today’s baseline for pay all the more critical.

Published: May 2020
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For Financial Services Firms, COVID-19 Means Navigating Uncertainty on Many Levels

In the midst of an ongoing humanitarian crisis and growing economic concerns, financial services firms should take a step back to thoroughly assess and evaluate their operations.

Published: May 2020
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To Conserve Cash, a Growing Number of U.S. Companies are Adjusting CEO and Board Pay

As the scale and severity of the COVID-19 crisis deepens, business leaders are taking pay cuts to preserve cash and protect jobs. Using our database, we examine the depth of the pay cuts, industries most impacted and what leaders should consider before acting.

Published: May 2020
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Rewards Solutions Spotlight: Rethinking Your Incentive Strategy as the Market Turns

In our current state of market volatility, we are left with the fundamental question: How do we manage compensation in the current environment? This Q&A offers insights from the voices of our executive compensation and corporate governance leaders into what we are hearing from clients, key considerations for your business and principle approaches firms should be taking to effectively sustain their business.

Published: May 2020
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Venture-Backed Companies Face Difficult Compensation and Workforce Decisions

We recently connected with two dozen senior venture capital talent partners to learn more about how they are working closely with portfolio companies to address employee concerns, manage cash flow through equity exchanges, redeploy workforces and adjust sales plans.

Published: May 2020
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Glass Lewis Will Incorporate “Unedited” Company Feedback into Proxy Voting Reports

Glass Lewis gives companies the last word with its latest update permitting unedited company feedback in voting reports.

Published: April 2020
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Australian Insurance Firms Adjust Rewards and Workforce Plans for a Changing Economy

With Australian insurers already facing headwinds prior to COVID-19, firms are rapidly adjusting rewards and hiring plans amid economic turmoil and uncertain times ahead.

Published: April 2020
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How Common are Employee Stock Purchase Plans? It Varies Widely by Demographics.

While ESPPs are well known, there is a lack of data on just how common they are. Our new research can help firms decide if they should offer one based on industry, region and size.

Published: April 2020
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Proxy Advisors Issue Guidance on Executive Pay and Governance Changes Due to COVID-19

ISS and Glass Lewis announce updated guidelines on how they will evaluate governance policies — from compensation changes to dividend payouts — in this changing environment.

Published: April 2020
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The Spotlight: Sharon Leung, Associate Partner, APAC Banks

Sharon Leung focuses on McLagan’s Infrastructure practice for the Asia Pacific region and is based in Hong Kong. She advises financial services companies on salary structure design, incentive funding, short-term and long-term incentive plan review, and total rewards strategy.

Published: April 2020
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How Companies Should Prepare for Expanded Unemployment, Health Benefits in CARES Act

The CARES Act, signed into law on March 27, increases unemployment insurance, potentially making it difficult to hire workers. The law also expands health coverage, from reimbursing medication to covering COVID-19 testing. Here’s how companies should prepare.

Published: April 2020
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Understanding New SEC Guidance for Virtual Meetings and Filing Delays Due to COVID-19

In light of the ongoing COVID-19 pandemic, many issuers are holding virtual shareholder meetings for the first time. New SEC guidance addresses how firms should approach this change and also offers some filing relief related to the virus.  

Published: April 2020
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The CARES Act Offers U.S. Companies Relief, but Not Without New Limits on Executive Pay

The new CARES Act, signed into law on March 27, will affect executive compensation in a variety of ways. In this article, we describe potential impacts and what companies need to consider before accepting economic relief.

Published: April 2020
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Managing Sales Compensation Amidst Growing Economic Uncertainty and Volatility

As the humanitarian and economic impacts of COVID-19 continue to grow, organizations are actively reevaluating their business plans and sales targets. Below, our experts share insights on the warning signs to look for, along with short-term actions you can take to relieve pressure.

Published: April 2020
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For HR Leaders at Technology Firms, COVID-19 Means Preparing for Multiple Scenarios

While technology firms are acting very quickly to support workers in the face of COVID-19 through enhanced leave policies and special stipends, most firms are taking time to monitor market signals before making substantial changes to their core compensation programs.

Published: April 2020
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In Response to COVID-19, HR Leaders Must Keep Life Sciences Firms Moving Forward

Whether your life sciences firm is on the front lines of responding to COVID-19 or not, delivering life-saving discoveries remains as important as ever. For HR and rewards leaders, this means moving swiftly to keep workers as safe and productive as possible.

Published: April 2020
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COVID-19 Creates Unique Compensation Challenges for Retail and e-Commerce Firms

From keeping warehouses and supply chains running safely to adjusting pay for employees interacting with the public to supporting workers furloughed due to store closures, retail and e-commerce firms face a range of compensation challenges not shared in many other sectors.

Published: March 2020
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Considerations for Your Total Rewards Strategy in Response to COVID-19

The COVID-19 pandemic creates a wide range of challenges for business leaders to consider. When it comes to total rewards, here are the key issues to address. 

Published: March 2020
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